The current discussions over whether saving the auto industry on both sides of the border is worth it or not has inspired me to thinking about the relationship of the components of culture to performance. It has been noted that what we need to save is not the industry as a whole but the “Big 3” companies that have experienced several decades of trouble despite multiple injections of cash at the expense of taxpayers. I think it is worth exploring how culture has influenced the performance specific to these three.
I offer the questions below to fuel a conscious discussion about the relationship of culture and the long term /sustainable performance of the organization where the culture lives:
- What beliefs have fed the performance of these organizations?
- How stable and supported have those beliefs been?
- Have they been checked on a regular basis for course correction?
- Are the organizations concerned about the beliefs, not just as stated but also as realized in the day-to-day, mid and long term behaviours of the organizations?
- Have the beliefs of the subcultures interplayed dynamically like fitting puzzle pieces together?
- What is the relationship between beliefs held by the organizations, their sub-cultures (e.g. management and unions), their community and local geo-ethnic context (i.e. cities, towns, counties, provinces) and the national/sub-continental (North America) economies?
- Is it time to consider moving the discussion beyond retooling, effectiveness/efficiency initiatives and financial profit to the meaning that touches those that contribute to and those who benefit from the wellbeing of the Big 3?
Many have written about the “values” component of a culture; we need also to review the “beliefs” component. These both are equally important cultural aspects; I am reminded that a culture is the canvas or sand box where these two things interact.
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November 22, 2008 at 10:59 pm
Eric Johnson
1. What beliefs have fed the performance of these organizations?
Union beliefs and management beliefs. A good start could be to carefully unpack each to learn their history.
2. How stable and supported have those beliefs been?
Past tense, the beliefs have been stable and supported, to a point.
The Big 3 used to be a powerful force in Washington – in the past the state lawmakers worked for them. That power eroded because many states developed plants for non Big 3 automakers. So when Big 3 management flew into Washington with the tin cup – states lawmakers were far less concerned with their issues than they once were.
3. Have they been checked on a regular basis for course correction?
Correction? Like from The Shining? Have they been regulated? Seriously, the short answer is hell no. This is the path they chose.
4. Are the organizations concerned about the beliefs, not just as stated but also as realized in the day-to-day, mid and long term behaviours of the organizations?
I think they are probably concerned about what is happening in terms of their beliefs vis-a-vis the rest of the country. That Reganesque notion of harkening back to a comfortable white picket fence past may never get another go-round.
That plus they pissed a lot of paying customers off over the years.
These are interesting times in America. If any Canadian is reminded of the 1993 election – well, don’t be.
5. Have the beliefs of the subcultures interplayed dynamically like fitting puzzle pieces together?
With all due respect, you need to clarify this question else respondents will lose focus.
Well, now that I read Q6 I think I know what you mean by sub-cultures. A clear headed former CEO of a Fortune 500 company used to advise me – use simple language.
Guessing then, that unions and management are subcultures – their beliefs have interplayed dynamically to form two different puzzles. Neither one is particularly relevant to the American public.
6. What is the relationship between beliefs held by the organizations, their sub-cultures (e.g. management and unions), their community and local geo-ethnic context (i.e. cities, towns, counties, provinces) and the national/sub-continental (North America) economies?
I humbly submit: Disconnected in the US.
And for a moment, this isn’t me talking: What’s a province, is that like a state? Folks in Canada and Mexico better take care of their own damn problems because we sure as hell ain’t going to fix them. Y’all messed up our steel industry. Or, on the other channel a Freudian slip: We have a relationship to the extent that our relationship is profitable for us.
7. Is it time to consider moving the discussion beyond retooling, effectiveness/efficiency initiatives and financial profit to the meaning that touches those that contribute to and those who benefit from the wellbeing of the Big 3?
I think there is a psychological arrogance to Big 3 management and maybe a sorry myopia affecting the non-management. But whose discussion are we addressing here? Their discussion may be all about the former. Most of the rest of the people naturally adopt the latter approach.
November 30, 2008 at 11:24 pm
Keli
Eric, thank you for your thoughtful review of each of the questions! You inspired us to take a slightly closer look at each and spend a few paragraphs on each question over the next few posts 🙂
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